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Journal articles on the topic 'Industrial and employee relations'

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Author: Grafiati

Published: 10 December 2022

Last updated: 19 February 2023

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1

Balaji, Ramprakash, and Harini S. "Study on Industrial Relations." International Journal for Research in Applied Science and Engineering Technology 10, no. 12 (December 31, 2022): 772–79. http://dx.doi.org/10.22214/ijraset.2022.48015.

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Abstract: All industrial civilizations share the fundamental trait of widespread wage employment. Workers/employees and employers/management are two separate categories of people who are looking for wage employment, respectively. Known variously as labour-management relations, labour relations, industrial relations, or employer-employee relations, these two groups' relationships are structured. With the exception of the first, these definitions indicate that the relations are at minimum inclusive on the part of the employees. In regards to all problems that concern its members, the labour union negotiates with employers and management. Consequently, the two groups' relationships are structured.

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2

D R, Nagaraj. "Industrial Relations then & Employee Relations Now." NHRD Network Journal 4, no. 1 (January 2011): 18–29. http://dx.doi.org/10.1177/0974173920110104.

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3

Venter, Dirk, and Bosman Olivier. "How the industrial journalist can promote good relations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 82–89. http://dx.doi.org/10.36615/jcsa.v3i2.2156.

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The industrial journalist has a basic responsibility to promote good relationships between employer and employee. Efficient two-way communication through the house journal is of vital interest to the modern company or organisation to ensure mutual understanding goodwill and appreciation. Managements must inform and motivate their employees at all times, drawing them closer to the heart of the company or organisation through messages conveyed by management supporting their job security, remuneration and recognition and increasing their insight and knowledge of the total work environment. Managements should also be susceptible to their fears or desires in the labour context, allowing the employee to express his views and opinions in a responsible, loyal fashion to his fellow-employees and to management. Silence in the work situation no longer implies consent.

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4

Schmidt, Werner, and Andrea Müller. "Social Integration and Workplace Industrial Relations." Articles 68, no. 3 (September 24, 2013): 361–86. http://dx.doi.org/10.7202/1018432ar.

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This paper tackles the question of how social integration of migrant and native employees takes place in German industry and what role workplace industrial relations play in it. Three company case studies in manufacturing based on expert interviews with management representatives and works councillors, interviews and group discussions with employees of different origin, employee surveys, as well as company statistics, were used to explore this issue. The paper analyzes the social structure of the investigated companies, examines the interaction of employees of different origin and the role workplace industrial relations play in fostering cooperation and social integration. The case studies show that migrants are more likely to be positioned in the lower ranks of the companies’ social structure. Findings suggest, however, that this is primarily a consequence of the migrants having insufficient vocational training, which is probably the result of discrimination outside and at the threshold of the companies rather than a sign of direct discrimination within the companies. Nevertheless, the interviews and surveys show that there is employee resentment against people of different origin. There is a coexistence of resentment on the one hand and good cooperation on the other. Work requirements and the works councils’ and managements’ “internal universalism” (i.e. an orientation towards equal treatment of employees and the interdiction of discrimination within the companies) foster collegial cooperation among employees. German co-determination favours an employee model of interest representation which encourages individuals to choose a work-related identity and labour solidarity to assert their interests rather than identities related to ethnic groups. It is argued that this framework and the daily interaction of the employees eventually evoke feelings of collegiality and foster social integration.

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5

Roz, Kenny, and Bambang Widagdo. "PENGARUH HUBUNGAN INDUSTRIAL TERHADAP KINERJA KARYAWAN DENGAN GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN KOMPENSASI SEBAGAI VARIABEL PEMODERASI." Journal of Innovation in Business and Economics 7, no. 1 (January 3, 2016): 23. http://dx.doi.org/10.22219/jibe.vol7.no1.23-30.

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This research purpose to examine the influence of industrial relations to employee performance, the role of transformational leadership and compensation under the influence of industrial relations to employee performance, and the CV. In order Sari Jaya Karangploso Malang. This research is explanatory. Samples in this study using saturated sample of 80 respondents employees working on the CV. In order Sari Jaya Karangploso Malang. Results of analysis Partial Least Square (PLS) This study shows that industrial relations positive and significant effect on employee performance, strengthen the influence of transformational leadership style industrial relations to employee performance, and compensation for strengthening the influence of industrial relations to kienerja employees at CV. Agar Sari Jaya Karangploso Malang.

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Priyamedha, A. A. Hastya, and Wayan Gede Supartha. "PENGARUH DIKLAT, KEPEMIMPINAN DAN HUBUNGAN INDUSTRIAL TERHADAP KINERJA KARYAWAN." E-Jurnal Manajemen Universitas Udayana 8, no. 7 (March 10, 2019): 4619. http://dx.doi.org/10.24843/ejmunud.2019.v08.i07.p22.

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The purpose of this study is to find out about education and training, leadership and industrial relations on employee performance. The population in this study were 158 people with the method of determining the sample using purposive sampling. Data analysis techniques use multiple linear regression. The results showed that education and training had a positive and significant effect on employee performance. Leadership has a positive and significant effect on employee performance. Industrial relations have a positive and significant effect on employee performance. Conducive and harmonious industrial relations practices create a calm work so as to minimize disruption and problems in the work environment. When industrial relations are well maintained there will be an increase in employee productivity. Increasing employee productivity will affect the improvement of company performance. Good company performance is better able to improve employee welfare. Keywords: training, leadership, industrial industrial relation, performance

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7

Jiang, Yongzhong, and Yi Yao. "Industrial relations climate and employee intention to quit: The roles of voice and silence." Social Behavior and Personality: an international journal 48, no. 8 (August 4, 2020): 1–13. http://dx.doi.org/10.2224/sbp.9235.

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Using social influence theory, we examined a model regarding the mediating effects of voice and silence in the relationship between industrial relations climate and employee intention to quit. Data were collected at 2 time points from 536 frontline employees at firms in an industrial park in China. We tested the hypothesized relationships using multiple mediation structural equation modeling and bootstrapping analysis. The results demonstrate that harmonious industrial relations climate reduced intention to quit by increasing employee voice, and hostile industrial relations climate increased intention to quit by increasing employee silence. Our findings highlight the importance of the roles of employee voice and silence in the relationship between industrial relations climate and employee intention to quit.

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8

Holtzhausen, Lida, and Lynnette Fourie. "Employees' perceptions of company values and objectives and employer‐employee relationships." Corporate Communications: An International Journal 14, no. 3 (August 7, 2009): 333–44. http://dx.doi.org/10.1108/13563280910980104.

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9

Boyd, J. B. "The Employer Approach to Industrial Relations Research." Relations industrielles 21, no. 4 (April 12, 2005): 552–60. http://dx.doi.org/10.7202/027731ar.

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In his article, the author shall emphazise that the managers role is to relate technology to human values. Traditionally, the governing value has been productivity in the economic sense. He shall suggest that a wider range of human values must be supported, e.g. the satisfying growth of the individual employee.

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10

Kappagantula, Padmakar. "Employee Relations Today and Its Conundrums." NHRD Network Journal 16, no. 1 (January 2023): 77–83. http://dx.doi.org/10.1177/26314541221134852.

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The world has moved on from industrial relations to employee relations. Enterprises have grown in complexity with technology outpacing people. People in enterprises today are multi-generational and have grown equally complex as well as facing bewildering choices before them. Mere engagement tools stopped giving effective results. How to reach into their inner selves help them understand themselves and their choices to act upon is the role of line and HR today.

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11

Pillai, Mala. "A study on significance of Employees-Employer relations and its effects on organizational development with special reference to steel Industrial units in Trichy." Pacific International Journal 4, no. 2 (December 31, 2021): 36–42. http://dx.doi.org/10.55014/pij.v4i2.9.

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The study was carried out to establish the effect of employee relations on organization development. The findings of the study indicated that to a great extent Trichy Steel Roll mills organization practices employee relations. This study shows that Some Components of employee relations in this organization were identified. Finally, the researcher found out that employee relations strategies improve organizational development. Employees are ever ready to make an extra effort if they are satisfied with strategic decisions of their organizations. Employees give importance to employers for their communication procedures that affect their efficiency and motivation level. Employee relations create competitive advantage over competitors. Significance of Employee relations was also discussed in this paper. 100 samples were selected at three categories from sample industry for the study.

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Pender, Erica Romero, Patricia Elgoibar, Lourdes Munduate, Ana Belén García, and Martin C. Euwema. "Improving social dialogue: What employers expect from employee representatives." Economic and Labour Relations Review 29, no. 2 (November 10, 2017): 169–89. http://dx.doi.org/10.1177/1035304617739506.

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The model of social dialogue within organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties to this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to ‘soft factors’, such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates experiences and expectations of employee representatives on the part of human resource managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of employee representatives, cooperative conflict behaviours, informal relations and trust promoted the influence of employee representatives on organisational decision-making and the quality of these decisions. We discuss implications for different systems of industrial relations. JEL Code: J50

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13

Antonioli, Davide, Massimiliano Mazzanti, and Paolo Pini. "Innovation, industrial relations and employee outcomes: evidence from Italy." Journal of Economic Studies 38, no. 1 (January 25, 2011): 66–90. http://dx.doi.org/10.1108/01443581111096150.

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14

McLoughlin, Ian, and Stephen Gourlay. "TRANSFORMED INDUSTRIAL RELATIONS? EMPLOYEE ATTITUDES IN NON-UNION FIRMS." Human Resource Management Journal 2, no. 2 (December 1991): 8–28. http://dx.doi.org/10.1111/j.1748-8583.1991.tb00251.x.

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15

Gurdon, Michael A. "Divergent Paths: Civil Service Employment Relations in Australia and Canada." Articles 42, no. 3 (April 12, 2005): 566–76. http://dx.doi.org/10.7202/050336ar.

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This article describes the legislated strengthening of employee involvement in decision-making within the federal civil service in Australia. While the quite distinct differences between the two industrial relations Systems must be recognized, particularly the resulting distribution of power between the government as employer and its employees, aspects of the general philosophy underlying the Australian model may find some useful applications as the Canadian public sector Systems continues to evolve.

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16

Mir, Ali, Raza Mir, and Joseph B. Mosca. "The New Age Employee: An Exploration of Changing Employee-Organization Relations." Public Personnel Management 31, no. 2 (June 2002): 187–200. http://dx.doi.org/10.1177/009102600203100205.

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This article examines the employee-organization relationship in the current industrial landscape. “New age employees” have substantially different expectations from organizations—stemming from their own articulateness about their career needs as well as mistrust of organizational loyalty in the aftermath of the recent waves of organizational downsizing. The changing employee-organization relationship is explored through the theoretical lens of organizational commitment; a series of propositions about the commitment levels of new age employees is advanced; and a framework to assist HR managers in their attempts to recruit, train and retain the new age employee is offered. The article concludes with an explanation of the implications of this framework on human resource management in the public sector.

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17

Kumar, Jayant. "Changing Paradigm of Employee Relations in India after Independence." NHRD Network Journal 16, no. 1 (January 2023): 111–18. http://dx.doi.org/10.1177/26314541221134853.

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The article critically analyses evolution of industrial relations (IR) into employee relations (ER) with changing industrial landscape and workforce dynamics. Role of various stakeholders including employers, leadership, employees and legislations in evolution of employee relations has been explored. It covers influence of critical factors shaping IR and ER in post-independence India from its transition from an agrarian economy to industrial and emergence of a dominant service economy. Role of leadership at different levels and response strategy of organisations have been changing over period with clear patterns. Effect of economic liberalisation and new economic policy on management of employee relations has also been explored. Based on trends of the past, forecasting has been made regarding form and shape of ER in near future. In summary, this article attempts to analyse historical development of IR and ER, Trade Unions, Collectivism in India and identify important factors that led to its current state of existence.

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18

Lansbury, Russell D. "Work and Industrial Relations." Research note 64, no. 2 (September 9, 2009): 326–39. http://dx.doi.org/10.7202/037924ar.

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The relevance and continuing existence of industrial relations, as a field of academic study, is facing a number of challenges, particularly in English-speaking countries, as union membership declines, collective bargaining coverage shrinks and the number of strikes wanes each year. Yet issues of employment and workplace relations remain significant to economic prosperity and social harmony, particularly with the changing nature of work and of employment contracts. Furthermore, there are a number of other means by which employee voice is heard, through the agency of non-government organizations, community groups and various consultative bodies. In order to reinforce its relevance, industrial relations needs to include new actors, cover a wider range of issues and adopt a multi-level approach which incorporates both local and global dimensions.

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19

Betchoo, Nirmal Kumar. "The Evolution of Industrial Democracy in a Small-Island Economy, Mauritius." International Letters of Social and Humanistic Sciences 29 (June 2014): 39–47. http://dx.doi.org/10.18052/www.scipress.com/ilshs.29.39.

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This research work concerns an evaluation of the Employment Relations Act 2008, ERA 2008, from its inception in 2008 up to the present date. Considered as a major revolution in industrial relations, the legislation has met with mitigated results. Firstly, trade unions have contested the legislation in terms of loopholes and inadequacies concerning employee protection. Secondly, the public including people at work are not fully knowledgeable of the legislation because of its complexities and numerous issues that are addressed but not looked into. The assessment of the ERA is seen from the perspectives of employee relations whereby it addresses better the pluralistic perspective since Mauritius, a small-island economy in the Indian Ocean, has maintained its cultural identity of democracy and alongside industrial democracy. The research emphasises that through amendments to the legislation, it is seen that employee relations must sound and dynamic to maintain the concept of industrial democracy and see that employees are better off with the ERA 2008 since it replaced the former Industrial Relations Act (1973).

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20

Narayanamurthy, Gopalakrishnan, Pradeep Kumar Hota, Surya Prakash Pati, and Manoranjan Dhal. "Maruti Manesar lockout: the flip side of people management." Emerald Emerging Markets Case Studies 5, no. 2 (April 16, 2015): 1–14. http://dx.doi.org/10.1108/eemcs-02-2014-0042.

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Subject area Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship. Study level/applicability Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices. Case overview This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace. Expected learning outcomes Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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Nzuve, Stephen N. M., and Lucy M. Kiilu. "CAUSES OF INDUSTRIAL DISPUTE: A CASE OF THE GARMENT FACTORIES AT THE ATHI-RIVER EXPORT PROCESSING ZONES IN KENYA." Problems of Management in the 21st Century 6, no. 1 (April 5, 2013): 48–59. http://dx.doi.org/10.33225/pmc/13.06.48.

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An industrial dispute may be defined as a conflict or difference of opinion between management and workers on the terms of employment (Kornhauser, Dubin and Ross, 1954). In today`s business world, competition is the order of the day. Production, quality, profits and corporate social responsibility are critical areas where companies can improve competitive edge. To attain competitive edge, companies must first ensure cooperation and harmonious relationship between all stakeholders. The general aim of the study was to investigate the causes of industrial disputes in the garment factories in the Export Processing Zone (EPZ) Athi-River, Kenya. The study employed a descriptive research design to determine what caused the disputes and what the possible solutions were. The study population consisted of the shop stewards and human resource managers working at the four garment factories that were in operation at the time of the study. The research instrument used was a questionnaire administered to the respondents. It was established that working conditions, pay rates, terms of employment and employee relations were the main causes of the disputes. Weak trade union movement, inefficient and inadequate social security, lack of employment benefits, opportunities for training, promotion, trained personnel at the health service, short contract and low pay are the main problems encountered by those working at the EPZ. The study recommended that employee’s welfare and working conditions are important factors to be considered by any employer. Both supervisors and workers should work on their relationship and change attitude towards each other. The terms of employment should be looked into as many employees are unhappy with the terms of employment especially the short contracts and majority feel they are not recognized or awarded for their contribution to the organization. On the other hand, employees need to understand clearly the company policies, rules, regulations and procedures in place. This can be initiated by management providing employee with manuals or handbooks. There should also be clear channels of communication in the organization to enhance smooth operation, understanding and enhance healthy industrial relationships. Key words: industrial relations, industrial disputes, export processing zone, employee welfare and employee relations.

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22

Lever-Tracy, Constance. "Fordism Transformed? Employee Involvement and Workplace Industrial Relations at Ford." Journal of Industrial Relations 32, no. 2 (June 1990): 179–96. http://dx.doi.org/10.1177/002218569003200201.

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23

Domovskaya, Ekaterina V. "Grounds for the Origination of Relationships Concerning Employment- Related Objects of Patent Law." Russian judge 2 (February 4, 2021): 55–60. http://dx.doi.org/10.18572/1812-3791-2021-2-55-60.

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The article studies the grounds for civil rights and obligations of an employee and an employer in relation to the objects of patent law which constitute the content of legal relations between the said persons. The article contains the characteristics of the substantive and legal grounds for the emergence of legal relations concerning the service objects of patent law, as well as the study of the composition and content of legal facts of the emergence of such legal relations. The legal facts underlying the emergence of legal relations with regard to employee invention (utility models or industrial designs) are classified from the point of view of the bases provided by the legislation and are also considered as elements of the legal structure.

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Clibborn, Stephen. "Australian industrial relations in 2018: Inequality, policy stagnation and a brewing storm." Journal of Industrial Relations 61, no. 3 (June 2019): 318–25. http://dx.doi.org/10.1177/0022185619848372.

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This article introduces the Journal of Industrial Relations' Annual Review of Industrial Relations in 2018. Providing an overview of the other articles contained in the Annual Review issue, this article discusses industrial relations policy stagnation, and manoeuvring for change from both employer and employee representatives. With leadership uncertainty and change within the federal government, it has been a quiet year for industrial relations reform, although some key decisions from courts and tribunals are examined and some states’ return to private sector regulation noted. A number of questions are raised regarding potential for reform in 2019 and for how to conceptualise industrial relations change.

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Yildirim, Engin. "Employee Buyouts and Industrial Relations under Employee Ownership: A Case Study of Karabuk Steel Mill." Economic and Industrial Democracy 20, no. 4 (November 1999): 561–82. http://dx.doi.org/10.1177/0143831x99204004.

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Skorupińska, Katarzyna. "Convergence and Disparities in European Industrial Relations." Comparative Economic Research. Central and Eastern Europe 16, no. 3 (November 2, 2013): 127–46. http://dx.doi.org/10.2478/cer-2013-0022.

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The aim of the article is to present the areas of the greatest convergence and disparities in industrial relations in the EU. This paper also aims to identify the causes of such situations and to determine the influence of the economic crisis on the shape of these relations and the attempt to achieve convergence. The study is composed of an introduction, three main sections and a conclusion. Following the introduction, the section 2 discusses the evolutionary process of European industrial relations and social dialogue. The next section is devoted to employee participation in the management of a company, the area of greatest convergence in industrial relations. Special emphasis is placed on the dual system of employee representation (trade unions and works councils), and in particular on the European Works Councils. The final section examines the greatest disparities between the old and new EU member states with reference to trade union density, range, and the level of collective bargaining. This is followed by a summary of conclusions.

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Simelane, Xolani. "Textiles and employee relations in Swaziland." Employee Relations 30, no. 4 (June 27, 2008): 452–65. http://dx.doi.org/10.1108/01425450810879402.

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Gennard, John. "The financial crisis and employee relations." Employee Relations 31, no. 5 (August 14, 2009): 451–54. http://dx.doi.org/10.1108/01425450910979211.

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Vinten, Gerald. "Employee Relations in Mergers and Acquisitions." Employee Relations 15, no. 4 (April 1993): 47–64. http://dx.doi.org/10.1108/01425459310043324.

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Winfield, Ian, and Amanda Hay. "Toyota’s supply chain: changing employee relations." Employee Relations 19, no. 5 (October 1997): 457–65. http://dx.doi.org/10.1108/01425459710186331.

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Motshegwa, Baakile, and Theophilus Tebetso Tshukudu. "Deep rooted conflicts and Industrial Relations interface in Botswana." Journal of Public Administration and Governance 2, no. 3 (September 29, 2012): 118. http://dx.doi.org/10.5296/jpag.v2i3.2349.

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Conflict is inherently part of any industrial relations environment. With the advent of employee – management relations, conflict is bound to be and has always been present. This paper looks at conflict as it occurs in an organisation between employees and management and also government. Botswana has of recent witnessed a series of industrial relations conflict that can be categorised into three areas; union to union conflict; and union – management conflict and union - government conflict. Desktop methodology was used to collect information for this paper and some of the major events that have occurred in the Botswana industrial relations are referred to in this paper.

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Klikauer, Thomas, Bruce E. Kaufman, Richard A. Beaumont, and Roy B. Helfgott. "Industrial Relations to Human Resources and beyond: The Evolving Process of Employee Relations Management." Industrial and Labor Relations Review 57, no. 2 (January 2004): 302. http://dx.doi.org/10.2307/4126622.

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Pinisetti, Naresh Kumar, Jayshree Katkar, and Ashutosh Sharma. "Employee Relations in India: Current Context and Emerging Paradigm." NHRD Network Journal 16, no. 1 (January 2023): 64–76. http://dx.doi.org/10.1177/26314541221134854.

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Employee relations in India has been changing with the changing context. The industry has come a long way since independence. The paradigm has changed at an even faster pace over the last decade due to fundamental shifts in technology and socio-economic factors. The onslaught of COVID also brought in tectonic shifts in this field. Rise in the proportion of middle-class, democratisation of information technology, automation and industrial revolution 2.0, focus on ESG, steps towards improving the ease of doing business are other important changes driving the paradigm shifts in employee relations. The industry is now moving from restrictive industrial relations (IR) practices to more collaborative and progressive practices that look at workers and unions as partners rather than adversaries. The article discusses a case in point, Deepak Fertilisers and Petrochemicals Corporation Limited, where progressive IR practices have shown demonstrable results in the changing context.

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Hernawan, Ari. "INDUSTRIAL RELATIONS IN THE PERSPECTIVE OF JUSTICE THEORY BY JOHN RAWLS." Mimbar Hukum - Fakultas Hukum Universitas Gadjah Mada 26, no. 2 (November 11, 2014): 275. http://dx.doi.org/10.22146/jmh.16042.

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Conflict of interest between employee and employer has a complexity since its biopsychology and sosioeconomic in nature. As its implication, it is difficult to create a consensus between two different interest within a legal perspective. Justice theory by John Rawls has answered the respective problem by giving legal priority upon the group of people who have less capacity in sosial and economic. According to John Rawls, law shall give orientation toward marginalized group. In industrial relations, law shall take side upon the employee who are in subordinate position. Pertentangan kepentingan antara pekerja dan pengusaha memiliki kompleksitas karena bersifat biopsikologis dan sosio-ekonomi. Sebagai implikasinya, sulit mempertemukan dua kepentingan yang berbeda tersebut dalam satu rumusan hukum. Teori keadilan dari John Rawls telah menjawab persoalan tersebut dengan memberi prioritas hukum kepada orang-orang yang secara sosial ekonomi kurang beruntung. Hukum menurut John Rawls harus berorientasi kepada kelompok marjinal. Dalam hubungan industrial, hukum harus berpihak kepada pekerja yang berada dalam posisi subordinat.

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Rico, Leonard. "The New Industrial Relations: British Electricians' New-Style Agreements." ILR Review 41, no. 1 (October 1987): 63–78. http://dx.doi.org/10.1177/001979398704100106.

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This study analyzes the response of the British Electricians' Union to economic adversity, and to new managerial strategies, as embodied in the union's novel agreements in three Japanese-owned British electronics firms. These agreements provide that the union is the sole bargaining representative in each firm; most British plants, by contrast, have multiple-union representation. Most of the new-style agreements also contain a no-strike clause, final-offer arbitration of interest disputes, and measures to increase labor flexibility, reduce the diversity in conditions among plant, office, and managerial employees, and enhance employee participation in major company decisions. The author views these agreements as evidence that fundamental changes in collective bargaining relationships are taking place.

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Todd, Patricia. "Employer and Employer Association Matters in 2009." Journal of Industrial Relations 52, no. 3 (June 2010): 305–19. http://dx.doi.org/10.1177/0022185610365630.

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For employers 2009 was a year of major regulatory change in industrial relations, requiring them to position themselves in response to these changes. The first part of the Fair Work Act commenced on 1 July and details of the modern awards continued to be released throughout the year. The drive towards a unified national industrial relations system was consolidated legislatively; amendments to the building industry inspectorate’s powers were debated but not concluded; a promise to introduce paid parental leave was put on the table; and regulatory changes occurred in relation to the 457 visa programme, employee share schemes and executive remuneration. These changes were occurring in the context of the global financial crisis, which itself required employers to determine appropriate strategic actions to reduce labour costs and yet retain their workforce for the future. Not surprisingly, concerns about labour shortages abated although there was ongoing recognition that long term labour supply issues were still very real.

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Li, Ji, Ying Zhang, Silu Chen, Wanxing Jiang, Shanshan Wen, and Yanghong Hu. "Demographic diversity on boards and employer/employee relationship." Employee Relations 40, no. 2 (February 12, 2018): 298–312. http://dx.doi.org/10.1108/er-07-2016-0133.

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Purpose The purpose of this paper is to explore the relationship between demographic diversity on boards and employer/employee relationship (EER) and to test the moderating effect of contextual factors such as a firm’s financial situation. Design/methodology/approach This paper analyzes data from over 1,000 publicly listed US firms and uses hierarchical regression. Findings Demographic diversity on boards of a given firm, such as ethnic diversity and gender diversity, should have positive effects on EER, which can be considered as an important dimension of overall human resource management performance in a given firm. Contextual factors such as a firm’s financial situation should moderate the relationship between demographic diversity on boards and the EER. Originality/value First, this research contributes to the current literature by showing that EER can be influenced by demographic diversity on boards, which further helps to highlight the beneficial effect of demographic diversity in top management team. Second, this study uncovers the moderating role of some contextual factors such as a firm’ financial situation. Third, this study also contributes to the corporate governance literature by studying the link between demographic diversity on boards and EER.

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Karassavidou, Eleonara, and Yannis Markovits. "The Evolution of Dispute Resolution, Negotiation, and Mediation in Greece." Articles 51, no. 2 (April 12, 2005): 357–90. http://dx.doi.org/10.7202/051099ar.

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In this paper, a four-phase theory of industrial relations evolution is formulated so as to obtain a deeper understanding of contemporary deuelopments in industrial relations, as well as to situate the pattern of Greek industrial relations prior to 1990. Greece initiated a "U-turn " in its industrial relations system in the 1990s. The institutionalization of free collective bargaining, third party intervention on a voluntary basis, and the establishment of the Organization of Mediation and Arbitration (OMED) form the core of the new status quo in employee-employer relations in Greece. A general evaluation of the three years' experience of OMED indicates that a gradual, positive change in the atmosphere of the Greek industrial relations appears to have taken place. However, the transition from a long-standing low-trust and authoritarian industrial relations pattern requires the diffusion of new knowledge and experience, changes in cultures and support from multiple sources.

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Wilson, Brian. "EMPLOYEE RELATIONS — A FUTURE‐ORIENTED, PROGRESSIVE APPROACH." Employee Relations 10, no. 4 (April 1988): 27–29. http://dx.doi.org/10.1108/eb055129.

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Gennard, John. "Employee relations public policy developments, 1997‐2001." Employee Relations 24, no. 6 (December 2002): 581–94. http://dx.doi.org/10.1108/01425450210453004.

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Branine, Mohamed, Ahmed Foudil Fekkar, Otmane Fekkar, and Kamel Mellahi. "Employee relations in Algeria: a historical appraisal." Employee Relations 30, no. 4 (June 27, 2008): 404–21. http://dx.doi.org/10.1108/01425450810879376.

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Praj, Filip, Martina Horváthová, and Miloš Čambál. "Employee competencies in line with Industry 4.0." IOP Conference Series: Materials Science and Engineering 1256, no. 1 (October 1, 2022): 012033. http://dx.doi.org/10.1088/1757-899x/1256/1/012033.

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Abstract This paper deals with determining the necessary competencies of employees in industrial enterprises by the requirements of Industry 4.0. The term Industrial Revolution 4.0 is very frequent and somewhat mysterious for most people, and its content is unknown. It can be said with great certainty that it is already affecting and will affect both production processes, radical changes in their structure, and the advent of groundbreaking technology and communication equipment, but it will undoubtedly affect labour relations. The growth of new forms and methods of work based on automation, and digitisation, also applied in new models of labour relations, is already slowly beginning to threaten jobs in some segments of the economy. There are increasing demands for specific qualifications and skills, particularly in information technology, emphasising digitising processes, data processing and creating communication networks linking objects and people.

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Colbjørnsen, Tom, and Eivind Falkum. "Corporate Efficiency and Employee Participation." Concepts and Transformation 2, no. 3 (January 1, 1997): 231–53. http://dx.doi.org/10.1075/cat.2.3.03col.

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This article is an attempt to integrate the efficiency perspectives that are traditionally nurtured in business schools with the employee participation perspectives outlined in studies of industrial relations. Global communication between business units, and employee participation and co-determination within business units, both have impact on corporate efficiency. The two approaches are synthesized in a conceptual framework combining the articulation of interests and resistance with value-creation and value destruction.

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Civinskas and Dvorak. "In Search of Employee Perspective: Understanding How Lithuanian Companies Use Employees Representatives in the Adoption of Company’s Decisions." Administrative Sciences 9, no. 4 (October 4, 2019): 78. http://dx.doi.org/10.3390/admsci9040078.

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The article analyzes the factors of the use of employees’ representatives in the adoption of a company’s decision in Lithuanian companies. The methodology of current research is based upon the data collected through a quantitative expert-based survey and qualitative interviews with representatives of trade unions. The survey method has been used in order to obtain the data from the experts involved in the field of industrial relations in Lithuania. The interviews with representatives of trade unions gives a possibility to look at how people perceive the employee participation methods proposed by the employers, what benefits they see in their use and what policy does their organization or collective apply towards these means (trade unions etc.). According to the research findings, the employee’s participation is called a social dialogue at the company level. The results of the current research in favor evaluate the constructive cooperation between the employee representatives and employers (when this does not encompass important areas of industrial relations (i.e., collective agreements, negotiations regarding wages, employment conditions etc.)).

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Skorupińska, Katarzyna. "Towards a Europeanization of indirect employee participation: Polish experiences." Economic and Industrial Democracy 39, no. 1 (July 21, 2015): 6–26. http://dx.doi.org/10.1177/0143831x15594430.

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This article reports the difficult path of developing works councils as new institutions of employee participation in Polish industrial relations and the atmosphere among the social partners surrounding this process. Analysis shows that the Europeanization of legislation on indirect employee participation does not always translate into effective functioning of participatory institutions in practice. Despite the fact that the initially reluctant attitude of trade unions and employers towards works councils has become more positive in Poland, the role of these institutions in Polish industrial relations remains negligible. The amendment to the Act on Informing and Consulting Employees of 2009 has led to a reduction in the already small presence of works councils in Polish enterprises to a marginal level of about 2%.

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Grant, Kirsteen, Gillian Maxwell, and Susan Ogden. "Skills utilisation in Scotland: exploring the views of managers and employees." Employee Relations 36, no. 5 (July 29, 2014): 458–79. http://dx.doi.org/10.1108/er-09-2012-0069.

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Purpose – The purpose of this paper is to explore empirically manager and employee views on employees’ skills utilisation in organisations in Scotland. Design/methodology/approach – Questionnaires to managers and employees, plus three case studies comprising manager interviews and employee focus groups. Findings – Highly significant differences are found between manager and employee views on: the match of employee skills to their current jobs; the extent of utilisation of employees’ skills; and opportunities for promotion. The main difference in views is on the match of employee skills to their current jobs, with employees opining more than managers that employees’ skills exceed the requirements of their job. Also, for managers and employees alike, the meaning of skills utilisation is obscure despite the language of skills being widely used in organisations. Research limitations/implications – The scale of the empirical research is possibly limited. There is potential for manager and employee bias. A case study of a private sector organisation is not included. Practical implications – It is apparent that there is potential to increase employees’ skills utilisation in organisations in Scotland. Managers are challenged with better utilising the skills within their workforces by using these skills to drive improvements in work processes and practices. Originality/value – Previous commentary and research on skills utilisation mainly centres on policy and employer standpoints. This paper focuses on manager and employee viewpoints on employees’ skills utilisation.

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Balaji, Alluri, and V. Tulasi Das. "Employee Perception on Industrial Relations Practices in ITC-ILTD of Andhra Pradesh." i-manager’s Journal on Management 9, no. 2 (November 15, 2014): 24–31. http://dx.doi.org/10.26634/jmgt.9.2.2990.

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Addison, John T., and Paulino Teixeira. "Strikes, employee workplace representation, unionism, and industrial relations quality in European establishments." Journal of Economic Behavior & Organization 159 (March 2019): 109–33. http://dx.doi.org/10.1016/j.jebo.2019.01.006.

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Wilkinson, A., and M. Barry. "Voices from across the divide: An industrial relations perspective on employee voice." German Journal of Human Resource Management: Zeitschrift für Personalforschung 30, no. 3-4 (August 1, 2016): 338–44. http://dx.doi.org/10.1177/2397002216649899.

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Luchak, Andrew A., and Ian R. Gellatly. "Exit-voice and employee absenteeism: A critique of the industrial relations literature." Employee Responsibilities and Rights Journal 9, no. 2 (June 1996): 91–102. http://dx.doi.org/10.1007/bf02622252.

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